There are a great many company cultures in the world that go out of their way to avoid conflict of any kind. And, while the intent is good — nobody wants to work in a combative workplace — the common practice of lumping all conflict together into a single bucket and trying to toss it out the window winds up being counterproductive in many ways. You see, conflict isn’t always a bad thing; certain types of conflict actually make us better at what we do. When we engage in constructive conflict, we hone our ideas, challenge our own assumptions and biases, and push others to do the same. In an environment completely absent all conflict, we might as well all just be “yes men” and simply rubber-stamp every idea that comes around. Successful businesses are not built that way. Here are some things to think about when it comes to engaging in constructive conflict.
Archives for August 2017
At some point in my meanderings online, I heard tell of a Slack channel that had been set up for Product Managers to engage with each other and discuss topics of concern to those in the profession. And, being the Clever PM that I am, I had no choice but to check it out — that channel turned out to be hosted by the folks at the Product Coalition, and administered by none other than Jay Stansell. The channel has turned out to be an exceptionally popular location for PMs to share articles they’ve written, ask for thoughts or feedback on idea that they have about how to improve the craft, and even to just humbly ask for advice when they’ve hit a brick wall on something. When creating my list of participants for this 10 Questions series, I knew right away that I’d want Jay’s thoughts on the role, and he was more than happy to oblige.
In his own words:
I’m a product person, who is grounded in design, shaped by technology and inspired by profitable business models. I “cut my teeth” in a travel start up in 2007, and grew it into one of Australia’s leading travel products. I’ve since been fortunate to craft products and product experiences for some of Australia’s largest brands. Today, I take my start-up learnings, attitude and culture, into coaching Agile, Lean Startup and Design Thinking methodologies at Australia’s most innovative insurer, IAG.
What I’ve enjoyed the most from my story so far, is the talented people who have become friends. It’s these connections that inspired me to launch the product community ProductCoalition.com – a place for product people globally, to connect, collaborate and inspire.
And without further ado…my ten (eleven) questions for Jay…
While Product Managers have a great many tools in their belt to use when working internally with stakeholders or externally with customers, there’s one tool that seems to elude so many of us. That tool is silence. When you’re talking with someone and trying to get them to say what’s really on their mind, what’s underlying the things that they’re telling you overtly, silence can be one of your best tools for figuring out what they’re really thinking, what problems they really have, and what’s really motivating them. Silence can be an amazing tool when used properly and in the right circumstance — it essentially forces the other person to fill in the gaps of conversation, and when they do it’s usually with something that comes from the subliminal thought processes rather than the conscious ones. In my constant effort to empower Product Managers everywhere, here are some thoughts on using silence effectively…
We live in a day and age where there’s a ton of information and mis-information out there about pretty much every topic imaginable, and Agile development is certainly not immune to this phenomenon. In fact, anyone who looks for help in pushing through an Agile transformation in their organization is immediately confronted with a vast array of presumptions and preconceptions about what Agile is, why it matters, and most importantly what it delivers. The simple truth is that the reality of an Agile transformation — both in process and in outcome — is often so very far removed from the myth that we as Product Managers need to be ready, willing, and able to step in and manage the expectations that our stakeholders have about what’s going to happen and what they’re going to get from it. Here are three very common preconceptions that simply must be squashed for us to lead a successful cultural transformation.